THE LEADER AS THE INDIVIDUAL

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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 4
The Leader as
an Individual

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Learning Objectives (23may)
• Understand the importance of self-
awareness and recognize one’s blind spots
• Identify major personality dimensions and
understand how personality influences
leadership and relationships within
organizations
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Learning Objectives
• Clarify instrumental and end values, and
recognize how values guide thoughts and
behavior
• Define attitudes and explain their
relationship to leader’s behavior
• Explain attributions and recognize how
perception affects the leader-follower
relationship
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Learning Objectives
• Recognize individual differences in
cognitive style and broaden one’s own
thinking style to expand leadership
potential
• Understand how to lead and work with
people with varied personality traits
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Self-Awareness
• Being conscious of the internal aspects of
one’s nature
– Personality traits
– Emotions
– Values
– Attitudes and perceptions
– Appreciating how your patterns affect other
people
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Big Five Personality
Dimensions
• Extroversion: Degree to which a person is
outgoing, sociable, talkative, and
comfortable meeting and talking to new
people
– Characteristic of dominance
• High degree of dominance could even be
detrimental to effective leadership
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Big Five Personality
Dimensions
• Agreeableness: Degree to which a person
is able to get along with others
– Being good-natured, cooperative, forgiving,
compassionate, understanding, and
trusting
• Conscientiousness: Degree to which a
person is responsible, dependable,
persistent, and achievement-oriented
– Focus on a few goals
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Big Five Personality
Dimensions
• Emotional stability: Degree to which a
person is well-adjusted, calm, and secure
– Emotionally stable leader can:
• Handle stress and criticism well, and does not
take mistakes or failures personally
• Develop positive relationships
• Improve relationships
– Leaders with a low degree of emotional
stability can become tense, anxious, or
depressed
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Big Five Personality
Dimensions
• Openness to experience: Degree to which
a person has a broad range of interests
and is imaginative, creative, and willing to
consider new ideas
– Important as leadership is about change.
Source: The Big Five Personality Traits
(youtube).
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Differences in Behavior Between
Internals and Externals (30/5
kaamatan, 6june-raya, 13june..)
Internals
• More self-motivated
• Better in control of their
own behavior
• Participate more in social
and political activities
• Actively seek information
• Better able to handle
complex information and
problem solving
Externals
• Have structured, directed
work situations
• Better able to handle work
that requires compliance
and conformity
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Theory X and Theory Y
• Assumption that people are basically lazy and
not motivated to work and that they have a
natural tendency to avoid responsibility
Theory X
• Assumption that people do not inherently
dislike work and will commit themselves
willingly to work that they care about
Theory Y
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Exhibit 4.3 - Attitudes and
Assumptions of Theory X and Theory Y
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Source: J. Hall and S. M. Donnell, “Managerial Achievement: The Personal Side of Behavioral Theory,” Human Relations 32 (1979), pp. 77–101

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Social Perception
• Making sense out of the environment by
selecting, organizing, and interpreting
information
– Values and attitudes affect perceptions, and
vice versa
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Perpetual Distortions
• Errors in judgment that arise from
inaccuracies in the perceptual process
– Stereotyping: Assigning an individual to a
group and attributing generalizations about
the group to the individual
• Hinders from knowing people who are
stereotyped
– Halo effect: Overall impression of a person
or situation based on one characteristic
• Blinds the perceiver to other characteristics
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Perpetual Distortions
– Projection: Tendency to see one’s own
personal traits in others
– Perceptual defense: Protecting oneself by
disregarding ideas, situations, or people
that are unpleasant
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Exhibit 4.4 - Hermann’s
Whole Brain Model
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Source: Ned Herrmann, The Whole Brain Business Book (New York: McGraw-Hill, 1996) p. 15

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Myers-Briggs Type Indicator
(MBTI)™
• Measures how individuals differ in
gathering and evaluating information for
solving problems and making decisions
• Uses different pairs of attributes to classify
people in 1 of 16 different personality types
– Introversion versus extroversion
– Sensing versus intuition
– Thinking versus feeling
– Judging versus perceiving
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Working with Different
Personality Types
• Leaders can work effectively by:
– Understanding one’s own personality and
how they react to others
– Treating everyone with respect
– Acknowledging each person’s strengths
– Striving for understanding
– Remembering that everyone wants to fit in
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